Table of contents (expand)
- The concept of planning
- The subject of planning. The essence and structure of planning objects in the organization
- The essence and necessity of business planning
- The role, place and importance of business planning in the management system of an organization (enterprise)
- The need for a business plan for the leader and entrepreneur
- Forms of planning and factors influencing the choice of planning forms
- Requirements for the development of business plans. Information support of business planning
- Structure, functions and content of sections of the business plan. section of the business plan "concept, overview, summary"
- Section of the business plan "description of the underlying enterprise"
- Business plan sections "product description (products, services, products)", "market analysis, marketing and sales"
- Business plan sections "production plan", "organizational plan"
- Business plan sections "environment and regulatory information", "project risks and insurance", "project implementation schedule"
- The concept, economic content, the main elements of strategic planning. concept and classification of strategies
- Goals of the organization (enterprise)
- Goals and strategy for the implementation of projects
- Investment plan (project). Investment cost budget
- Primary documents of the financial plan. Purpose, structure and methodology for calculating the main documents of the financial plan
- Cash flow plan
- Profit and loss plan
- Profit distribution plan. balance plan
- Requirements for the main documents of the financial plan. International Financial Reporting Standards. financial planning technology
- Project financing strategy. Information support, methodology for calculating planned indicators and determining cash flows
- Basic technological processes of business planning. terms of reference and schedule (work schedule) for the development of a business plan
- Types of models used in business planning
- Features of the development of business process models. information technology for business plan development
- Purpose of the analytical system Project Expert
- The main stages in the development of the financial model (budgets) of the business plan. Preparation of the necessary initial information for the development of a financial model
- Competitiveness. Operations. The financial position of the company. strategic plan
- Sales plan and production plan in the Project Expert system
- Definition of a funding strategy. Project financing plan in the Project Expert system
- Effect of Payment Terms, Inflation and Taxation on Calculation Results
- Scenario analysis
- Simulation
- Evaluation and analysis of investment projects. Investment efficiency indicators. Calculation and analysis of the main indicators of the effectiveness of investment costs, taking into account the discount rate
- Payback period. discounted payback period
- Average rate of return. net present value
- profitability index. Internal rate of return
- Modified internal rate of return
- Calculation, evaluation and analysis of financial ratios of a business plan
- Liquidity indicators
- Business Activity Indicators
- Turnover ratios of working capital, fixed assets, assets
- Capital structure indicators
- Profitability indicators
- Investment indicators
- Calculation and definition of risk factors. Factor analysis. expert method
- Sensitivity analysis
- Monte Carlo method
- Project break-even analysis
- Project break-even indicators
- Statistical and scenario analysis. Modeling conditions, calculation and interpretation of the results of statistical and scenario analysis in the Project Expert system
- Making decisions on the need to invest in projects (business plans) based on performance indicators. Making decisions based on the results of the analysis in order to optimize income, costs
15. OBJECTIVES AND STRATEGY FOR PROJECT IMPLEMENTATION
Any project is a promising development, which requires a clearly defined goal and strategy for achieving it, i.e., a project implementation strategy.
Every project requires constant monitoring and management, in order to achieve the planned indicators within a certain time frame and taking into account the resources allocated for this. There are many methods and software products for this. In order to begin implementing a project, it is necessary to clearly define the goal of the project, i.e., the required end result that can be presented in the form of a product/service. It is also necessary to develop a project implementation strategy, which will be expressed in a detailed study of all business processes and the identification of reporting segments (stages) and reference points that will be clearly tied to established regulatory coefficients. In this way, a project management matrix will be formed; when implemented, the project will be implemented step by step. The specifics of forming a project implementation matrix are determined by its complexity, nature, amount of funding, duration of implementation, degree of uncertainty of results and many other factors.
Currently being implemented three interrelated approaches to project management:
1) process - provides for the consideration of management as a series of continuously implemented interrelated actions to implement the management functions: forecasting and planning, organization, coordination, motivation and control;
2) systemic - any investment project can be represented as an open system that has close interaction with the external environment. In addition, the investment project, in turn, is a subsystem of the investment policy, and that, in turn, is a subsystem of the enterprise strategy. In this regard, depending on the scale of the investment project, information at the input from the external environment should have different significance and completeness. When leaving the project management system, there may be a result that affects the market share occupied by the enterprise, its competitiveness, credibility, social significance or technical level and cost structure for the production of specific products;
3) situational - is a continuation and variation of the systematic approach. The situational analysis is guided by the fact that the implementation of any investment project is carried out in conditions of internal and external environment of varying degrees of uncertainty, but with a single target orientation - the achievement of the planned indicators of economic or other types of effects.
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>> Forward: Investment plan (project). Investment cost budget
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